The document outlines the Department of Health's strategy for digital communication in 2011. It aims to use digital channels as the default method of communication to listen to audiences, engage stakeholders, and deliver messages. Key priorities include enhancing digital tools and platforms, focusing efforts on high priority policy areas through campaigns and content, and building internal digital capacity through training and communities.
The Kenya Ushahidi Evaluation Project was 9-month Ushahidi evaluation project in partnership with the Harvard Humanitarian Initiative supported by the Knight Foundation. Jennifer Chan and Melissa Tully conducted research, created cases studies and toolboxes. (2011) The Uchaguzi Case Study was created by Jennifer Chan.
The Kenya Ushahidi Evaluation Project was 9-month Ushahidi Evaluation Project in partnership with the Harvard Humanitarian Initiative supported by the Knight Foundation. Jennifer Chan and Melissa Tully conducted research, created use cases and toolboxes. (2011) The following are blog posts about their work. (previously posted on blog.ushahidi.com)
The Kenya Ushahidi Evaluation Project was 9-month Ushahidi evaluation project in partnership with the Harvard Humanitarian Initiative supported by the Knight Foundation. Jennifer Chan and Melissa Tully conducted research, created cases studies and toolboxes. (2011) The Uchaguzi Case Study was created by Jennifer Chan.
The Kenya Ushahidi Evaluation Project was 9-month Ushahidi Evaluation Project in partnership with the Harvard Humanitarian Initiative supported by the Knight Foundation. Jennifer Chan and Melissa Tully conducted research, created use cases and toolboxes. (2011) The following are blog posts about their work. (previously posted on blog.ushahidi.com)
Planning and managing a digital strategy. This paper gives an overview of the steps, processes and thought required to plan, create, actualise and evaluate a digital strategy.
Shortlisted submission for 2016 CEB Internal Communications Awards in the Innovations in Digital, Social and Mobile category. Winner to be announced November, 2016.
Digital Leads: 10 Keys to Newsroom TransformationKDMC
In a unique partnership, Knight Digital Media Center and the leadership that is now part of the Journal Media Group, developed a process to speed digital transformation in the 13 newsrooms. Where the effort was successful, 10 factors were consistently at work. This free webinar will explore those factors.
OOH is on the cusp of a new evolution: how it’s planned, bought and it’s interaction with people. Mixing all of these ingredients together moves OOH into an unseen and largely untested realm – meaning many of our pre-existing rules, recommendations and benchmarks will be re-examined.
Read Posterscope's report on 2017 Predictions for Out Of Home advertising.
OOH is on the cusp of a new evolution: how it’s
planned, bought and it’s interaction with people.
Mixing all of these ingredients together moves OOH
into an unseen and largely untested realm – meaning
many of our pre-existing rules, recommendations and
benchmarks will be re-examined. Read about our predictions for 2017.
Planning and managing a digital strategy. This paper gives an overview of the steps, processes and thought required to plan, create, actualise and evaluate a digital strategy.
Shortlisted submission for 2016 CEB Internal Communications Awards in the Innovations in Digital, Social and Mobile category. Winner to be announced November, 2016.
Digital Leads: 10 Keys to Newsroom TransformationKDMC
In a unique partnership, Knight Digital Media Center and the leadership that is now part of the Journal Media Group, developed a process to speed digital transformation in the 13 newsrooms. Where the effort was successful, 10 factors were consistently at work. This free webinar will explore those factors.
OOH is on the cusp of a new evolution: how it’s planned, bought and it’s interaction with people. Mixing all of these ingredients together moves OOH into an unseen and largely untested realm – meaning many of our pre-existing rules, recommendations and benchmarks will be re-examined.
Read Posterscope's report on 2017 Predictions for Out Of Home advertising.
OOH is on the cusp of a new evolution: how it’s
planned, bought and it’s interaction with people.
Mixing all of these ingredients together moves OOH
into an unseen and largely untested realm – meaning
many of our pre-existing rules, recommendations and
benchmarks will be re-examined. Read about our predictions for 2017.
Similar to Department of Health digital comms strategy 2011 (20)
A basic deck to support two hours of structured discussion and activities, to help people think beyond social media for campaigns. Delivered originally to Essex County Council as part of their Art of the Possible Festival 2015
Macmillan Cancer (a UK charity) encouraged people to sign their Government petition, and in return, signatures automatically contributed to a knitted scarf.
Acute scrotum is a general term referring to an emergency condition affecting the contents or the wall of the scrotum.
There are a number of conditions that present acutely, predominantly with pain and/or swelling
A careful and detailed history and examination, and in some cases, investigations allow differentiation between these diagnoses. A prompt diagnosis is essential as the patient may require urgent surgical intervention
Testicular torsion refers to twisting of the spermatic cord, causing ischaemia of the testicle.
Testicular torsion results from inadequate fixation of the testis to the tunica vaginalis producing ischemia from reduced arterial inflow and venous outflow obstruction.
The prevalence of testicular torsion in adult patients hospitalized with acute scrotal pain is approximately 25 to 50 percent
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Tom Selleck Health: A Comprehensive Look at the Iconic Actor’s Wellness Journeygreendigital
Tom Selleck, an enduring figure in Hollywood. has captivated audiences for decades with his rugged charm, iconic moustache. and memorable roles in television and film. From his breakout role as Thomas Magnum in Magnum P.I. to his current portrayal of Frank Reagan in Blue Bloods. Selleck's career has spanned over 50 years. But beyond his professional achievements. fans have often been curious about Tom Selleck Health. especially as he has aged in the public eye.
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Introduction
Many have been interested in Tom Selleck health. not only because of his enduring presence on screen but also because of the challenges. and lifestyle choices he has faced and made over the years. This article delves into the various aspects of Tom Selleck health. exploring his fitness regimen, diet, mental health. and the challenges he has encountered as he ages. We'll look at how he maintains his well-being. the health issues he has faced, and his approach to ageing .
Early Life and Career
Childhood and Athletic Beginnings
Tom Selleck was born on January 29, 1945, in Detroit, Michigan, and grew up in Sherman Oaks, California. From an early age, he was involved in sports, particularly basketball. which played a significant role in his physical development. His athletic pursuits continued into college. where he attended the University of Southern California (USC) on a basketball scholarship. This early involvement in sports laid a strong foundation for his physical health and disciplined lifestyle.
Transition to Acting
Selleck's transition from an athlete to an actor came with its physical demands. His first significant role in "Magnum P.I." required him to perform various stunts and maintain a fit appearance. This role, which he played from 1980 to 1988. necessitated a rigorous fitness routine to meet the show's demands. setting the stage for his long-term commitment to health and wellness.
Fitness Regimen
Workout Routine
Tom Selleck health and fitness regimen has evolved. adapting to his changing roles and age. During his "Magnum, P.I." days. Selleck's workouts were intense and focused on building and maintaining muscle mass. His routine included weightlifting, cardiovascular exercises. and specific training for the stunts he performed on the show.
Selleck adjusted his fitness routine as he aged to suit his body's needs. Today, his workouts focus on maintaining flexibility, strength, and cardiovascular health. He incorporates low-impact exercises such as swimming, walking, and light weightlifting. This balanced approach helps him stay fit without putting undue strain on his joints and muscles.
Importance of Flexibility and Mobility
In recent years, Selleck has emphasized the importance of flexibility and mobility in his fitness regimen. Understanding the natural decline in muscle mass and joint flexibility with age. he includes stretching and yoga in his routine. These practices help prevent injuries, improve posture, and maintain mobilit
Recomendações da OMS sobre cuidados maternos e neonatais para uma experiência pós-natal positiva.
Em consonância com os ODS – Objetivos do Desenvolvimento Sustentável e a Estratégia Global para a Saúde das Mulheres, Crianças e Adolescentes, e aplicando uma abordagem baseada nos direitos humanos, os esforços de cuidados pós-natais devem expandir-se para além da cobertura e da simples sobrevivência, de modo a incluir cuidados de qualidade.
Estas diretrizes visam melhorar a qualidade dos cuidados pós-natais essenciais e de rotina prestados às mulheres e aos recém-nascidos, com o objetivo final de melhorar a saúde e o bem-estar materno e neonatal.
Uma “experiência pós-natal positiva” é um resultado importante para todas as mulheres que dão à luz e para os seus recém-nascidos, estabelecendo as bases para a melhoria da saúde e do bem-estar a curto e longo prazo. Uma experiência pós-natal positiva é definida como aquela em que as mulheres, pessoas que gestam, os recém-nascidos, os casais, os pais, os cuidadores e as famílias recebem informação consistente, garantia e apoio de profissionais de saúde motivados; e onde um sistema de saúde flexível e com recursos reconheça as necessidades das mulheres e dos bebês e respeite o seu contexto cultural.
Estas diretrizes consolidadas apresentam algumas recomendações novas e já bem fundamentadas sobre cuidados pós-natais de rotina para mulheres e neonatos que recebem cuidados no pós-parto em unidades de saúde ou na comunidade, independentemente dos recursos disponíveis.
É fornecido um conjunto abrangente de recomendações para cuidados durante o período puerperal, com ênfase nos cuidados essenciais que todas as mulheres e recém-nascidos devem receber, e com a devida atenção à qualidade dos cuidados; isto é, a entrega e a experiência do cuidado recebido. Estas diretrizes atualizam e ampliam as recomendações da OMS de 2014 sobre cuidados pós-natais da mãe e do recém-nascido e complementam as atuais diretrizes da OMS sobre a gestão de complicações pós-natais.
O estabelecimento da amamentação e o manejo das principais intercorrências é contemplada.
Recomendamos muito.
Vamos discutir essas recomendações no nosso curso de pós-graduação em Aleitamento no Instituto Ciclos.
Esta publicação só está disponível em inglês até o momento.
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These simplified slides by Dr. Sidra Arshad present an overview of the non-respiratory functions of the respiratory tract.
Learning objectives:
1. Enlist the non-respiratory functions of the respiratory tract
2. Briefly explain how these functions are carried out
3. Discuss the significance of dead space
4. Differentiate between minute ventilation and alveolar ventilation
5. Describe the cough and sneeze reflexes
Study Resources:
1. Chapter 39, Guyton and Hall Textbook of Medical Physiology, 14th edition
2. Chapter 34, Ganong’s Review of Medical Physiology, 26th edition
3. Chapter 17, Human Physiology by Lauralee Sherwood, 9th edition
4. Non-respiratory functions of the lungs https://academic.oup.com/bjaed/article/13/3/98/278874
Explore natural remedies for syphilis treatment in Singapore. Discover alternative therapies, herbal remedies, and lifestyle changes that may complement conventional treatments. Learn about holistic approaches to managing syphilis symptoms and supporting overall health.
Pulmonary Thromboembolism - etilogy, types, medical- Surgical and nursing man...VarunMahajani
Disruption of blood supply to lung alveoli due to blockage of one or more pulmonary blood vessels is called as Pulmonary thromboembolism. In this presentation we will discuss its causes, types and its management in depth.
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The "New Drug Discovery and Development" process involves the identification, design, testing, and manufacturing of novel pharmaceutical compounds with the aim of introducing new and improved treatments for various medical conditions. This comprehensive endeavor encompasses various stages, including target identification, preclinical studies, clinical trials, regulatory approval, and post-market surveillance. It involves multidisciplinary collaboration among scientists, researchers, clinicians, regulatory experts, and pharmaceutical companies to bring innovative therapies to market and address unmet medical needs.
The prostate is an exocrine gland of the male mammalian reproductive system
It is a walnut-sized gland that forms part of the male reproductive system and is located in front of the rectum and just below the urinary bladder
Function is to store and secrete a clear, slightly alkaline fluid that constitutes 10-30% of the volume of the seminal fluid that along with the spermatozoa, constitutes semen
A healthy human prostate measures (4cm-vertical, by 3cm-horizontal, 2cm ant-post ).
It surrounds the urethra just below the urinary bladder. It has anterior, median, posterior and two lateral lobes
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Generalised disease of the prostate due to hormonal derangement which leads to non malignant enlargement of the gland (increase in the number of epithelial cells and stromal tissue)to cause compression of the urethra leading to symptoms (LUTS
Lung Cancer: Artificial Intelligence, Synergetics, Complex System Analysis, S...Oleg Kshivets
RESULTS: Overall life span (LS) was 2252.1±1742.5 days and cumulative 5-year survival (5YS) reached 73.2%, 10 years – 64.8%, 20 years – 42.5%. 513 LCP lived more than 5 years (LS=3124.6±1525.6 days), 148 LCP – more than 10 years (LS=5054.4±1504.1 days).199 LCP died because of LC (LS=562.7±374.5 days). 5YS of LCP after bi/lobectomies was significantly superior in comparison with LCP after pneumonectomies (78.1% vs.63.7%, P=0.00001 by log-rank test). AT significantly improved 5YS (66.3% vs. 34.8%) (P=0.00000 by log-rank test) only for LCP with N1-2. Cox modeling displayed that 5YS of LCP significantly depended on: phase transition (PT) early-invasive LC in terms of synergetics, PT N0—N12, cell ratio factors (ratio between cancer cells- CC and blood cells subpopulations), G1-3, histology, glucose, AT, blood cell circuit, prothrombin index, heparin tolerance, recalcification time (P=0.000-0.038). Neural networks, genetic algorithm selection and bootstrap simulation revealed relationships between 5YS and PT early-invasive LC (rank=1), PT N0—N12 (rank=2), thrombocytes/CC (3), erythrocytes/CC (4), eosinophils/CC (5), healthy cells/CC (6), lymphocytes/CC (7), segmented neutrophils/CC (8), stick neutrophils/CC (9), monocytes/CC (10); leucocytes/CC (11). Correct prediction of 5YS was 100% by neural networks computing (area under ROC curve=1.0; error=0.0).
CONCLUSIONS: 5YS of LCP after radical procedures significantly depended on: 1) PT early-invasive cancer; 2) PT N0--N12; 3) cell ratio factors; 4) blood cell circuit; 5) biochemical factors; 6) hemostasis system; 7) AT; 8) LC characteristics; 9) LC cell dynamics; 10) surgery type: lobectomy/pneumonectomy; 11) anthropometric data. Optimal diagnosis and treatment strategies for LC are: 1) screening and early detection of LC; 2) availability of experienced thoracic surgeons because of complexity of radical procedures; 3) aggressive en block surgery and adequate lymph node dissection for completeness; 4) precise prediction; 5) adjuvant chemoimmunoradiotherapy for LCP with unfavorable prognosis.
How STIs Influence the Development of Pelvic Inflammatory Disease.pptx
Department of Health digital comms strategy 2011
1. Digital communication
Strategy 2011
«doing the basics very well«
«putting most effort into the things that matter most«
«removing the novelty from doing brilliant digital communication«
2. Purpose
This document describes the Department of Health approach to
digital communication, and our priorities for 2011.
2011 will be a year of significant change for the Department.
Effective communication, and digital communication in particular, will
be crucial to us as we lead the health and care system through a
period of transition.
We aspire to use digital as the default communication channel for
the Department in 2011, helping us to listen, engage and deliver
messages.
This strategy is being delivered as a programme of work by the
digital communication team.
2
3. Purpose
The digital communication team is responsible for the way the
Department of Health uses the web.
That includes how we:
‡provide digital communication platforms for the Department
‡communicate via official government digital channels
‡collaborate, manage communities, and participate online
We help the Department deliver policy and communications
objectives. We do this by using digital culture, tools and techniques
to help reach, listen to and influence our target audiences.
We embrace the massive opportunities we know exist for doing
brilliant digital communication. We provide our own channels, and
we exploit existing platforms to find new and better ways to deliver
DH policy objectives.
3
4. The policy cycle
Digital communications tools and techniques should play a role for
staff at every stage of the policy and communications cycle:
for listening - to efficiently find out what others are doing and
saying, and quickly test and refine ideas and campaigns.
for engaging - to take part in conversations, reach out to
communities, and collaborate with our partners inside and outside
government to find better solutions to problems.
for broadcast - to deliver official information, steering the public
debate, and influencing the behaviour of our target audiences
4
5. Digital context
Use of the web has changed massively in the last few years.
The cost of publishing to the web is now close to zero, meaning that
everyone has become a potential publisher. And the cost of access
to the web is decreasing every year - people can now access the
web from a variety of cheap everyday devices.
Social media - once the preserve of geeks and enthusiasts - is now
mainstream, just as likely to be used by nurses and patients as by
students and technologists.
More people in the UK have access to the web (76% broadband
access from home); people are spending more time online each
week (an average of 30 hours); people are increasingly finding ways
to integrate the web into their everyday lives (13.5m use the web on
their phones); and the web is beginning to penetrate previously hard
to reach groups (half of over 55s have broadband at home).
5
6. DH context
DH is changing.
The transition to a new health and care system will present digital
communication challenges for the Department, both in:
‡the way the Department manages the process of transition during
the next five years, and
‡providing appropriate channels and approaches for the new
Department of Health, and supporting the migration of online
content and digital engagement activity from the Department to the
NHS
6
7. Government context
The review of Directgov and the wider digital government estate, the
ongoing Transformational Government programme, and the freeze
on marketing spend will radically change the way Government uses
the web in the next few years.
Across government, we will focus our effort on providing digital
services, information and engagement that meets the needs of the
end user. This will mean vastly reducing the number of government
websites, possibly ending up with just one website for government.
It will also mean providing more information to support
transparency, such as data and responses to Freedom of
Information requests.
The role of government digital teams will no longer just be to
manage a corporate website on behalf of their Department. Instead
they will be challenged to find new and innovative ways to use a
variety of digital channels and techniques to deliver Departmental
objectives.
7
8. Principles
A set of principles guide the work of people working on digital communication for the
Department:
Strategic - we can justify everything we do by how far it delivers the priorities of the
Department. That means bringing innovation to priority projects, and delivering a template
approach to others.
Transparent - we do attributed, overt comms. And we actively encourage others to reuse
our content and data.
Mainstream - we enable the department to deliver core business. Digital communication
has a role in everyone¶s job, rather than a geeky afterthought for the enthusiastic.
Audience - everything we do online is delivered with a specific audience in mind, and
promoted to that audience.
Distribution - we are the primary source for DH messages. We develop the means and
the method to distribute ideas and information in a way that suits the audience.
Partners - we work with partners and use 3rd party tools to deliver our objectives. We
provide a digital presence not a website, and we aren¶t precious about being a destination.
Practitioners - we edit, write, photograph, film and record, and enable colleagues to do
the same.
Technology - we reuse existing brilliant tools and methods rather than starting from
scratch.
Evidence based - we evaluate what we do as we¶re doing it, and get better at it as a
result. 8
9. Priorities
We have three broad areas of focus:
Tools and channels
...doing the basics very well...
Campaigns and content
...putting most effort into the things that matter most...
Digital capacity
...removing the novelty from doing brilliant digital communication...
9
10. Tools and channels
Enhance our platform
Provide straightforward, devolved, content management, and agile
templates for our official web presence.
Provide an enhanced subscription offer to ensure we extend our
reach beyond people browsing our site.
Ensure the website offers more than just an archive of official
information.
Enrich our official channels with rich and dynamic media from
elsewhere.
Ensure smooth user journeys through our web presence, including
common design and layout and standards.
Provide mobile options for our content
10
11. Tools and channels
Our offering
Define our offer to the Department, including a set of corporate and
3rd party channels and a methodology for doing digital
communications.
Provide incoming web presences (such as an agency or ALBs,
NDPBs) with:
‡a place on our corporate channels
‡a standard DH branded sub-site
Provide online-only versions of comms and marketing to
supplement or replace offline versions.
11
12. Tools and channels
Platform/process management
We need to ensure that our entire web estate is treated as a
communications tool.
Our µtechnology¶ principle means that we should use existing,
brilliant and open-source tools instead of implementing large-scale
IT solutions.
Save 50 per cent of the money we spend on our websites, and plan
to make further substantial reductions in our technology spend after
that.
Clarify roles and responsibilities between the people who work on
digital communications within the Department.
12
13. Tools and channels
Standards
Ensure we¶re delivering against government and industry digital
standards.
Run an accessibility review with real users.
Listening
Make full use of regular analytics reports in our editorial process -
respond in close-to-real-time to trends.
Provide real-time sentiment analysis and other real-time monitoring,
including dashboards for our projects and campaigns.
13
14. Campaigns and content
Method
Provide a methodology that defines how we use the web to listen,
engage, and broadcast for:
‡intensive high priority policy areas and campaigns
‡lower priority projects
Campaigns - treat high priority areas for the Department as high
priorities for digital communications, in particular:
‡Transition
‡Public Health
‡Social Care
Editorial
Generate creative bespoke web content for our corporate site. Make
use of our skills as web journalists to promote policy and news
content.
Develop our digital editorial process, plugging into the news and
policy planning processes. 14
15. Digital capacity
Health digital estate
Influence the wider conversations about digital information across
the public sector health estate.
Training ourselves
Become better able to deliver creative digital content. Develop our
capability to be the in-house practitioners in: web journalism, video
production, including shooting and editing, audio capture and
publishing (including podcasting), photography, community
management, digital outreach and participation
Internal campaign
Run an internal campaign to distribute the method, and skills
needed for effective digital communication.
Establish ourselves as being responsible for the way that DH uses
the public web (strategy and delivery).
15
16. Digital capacity
Communities
Establish relationships with online health communities in order to:
understand and map our audience, and provide extended reach and
insight for our campaigns.
Participation
Develop a culture of attributed personal-and-official digital content,
encouraging online participation in conversations by officials and
ministers.
Digital ministers
Find effective ways to work with ministers to use digital tools and
techniques to help them deliver their objectives.
16
17. Digital capacity
Consultancy
Provide advice and a network for all digital communicators in DH.
Ensure that campaigns run by others on behalf of DH are in line
with our approach to digital communication, and provide a useful
legacy for the department as well as delivering in the moment.
17